AGENCY STRATEGIC PLAN

Through its strategic agency planning, KCDC has been able to anticipate changes in the public housing industry and remain at the forefront of trends in an ever-changing landscape. KCDC’s leadership team and board of directors developed strategic agency goals and a five-year plan for the agency that guide every decision the organization makes, from the operation and maintenance of its public housing portfolio to development efforts.

STRATEGIC OBJECTIVES


Improve Financial Management – FY 2019 AGENCY-WIDE GOALS
  • Manage Operating Budget to exceed FY2019 NOI targets
  • Reduce Agency Operating Expenses by 2% of FY2018 totals
  • Increase Agency Revenue by 1% of FY2018 totals
  • Increase Financial Management Capcity through the Creation and Improvement of Tools thus reducing cost

Improve Property Condition – FY 2019 AGENCY-WIDE GOALS
  • Convert four properties to Section 8 Project Based Rental Assistance through Rental Assistance Demon
  • Complete substantial rehab of at least 700 existing units

Develop Affordable Housing and Redevelop Underutilized Land – FY 2019 AGENCY-WIDE GOALS
  • Develop at least 50 new units of affordable housing
  • Replace at least 160 units of existing housing at Five Points
  • Partner with private developers to build/preserve an additional 500 units

Develop Affordable Housing and Redevelop Underutilized Land -FY 2019 AGENCY-WIDE GOALS
  • 100% of employees participate in coaching with supervisor and have FY2020 goals set by the established due dates
  • All departments identify one major skill gap by 12/31/19 and work with HR to implement training to fill the gap. Housing, Redevelopment, or Social Services
  • 100% of exempt employees must participate in at least two organizations, committees, working groups or other entities related to affordable housing

Increase Operational Efficiency and Programmatic Performance – FY 2019 AGENCY-WIDE GOALS
  • Implement process and efficiency improvements that results in time and cost savings
  • Improve twelve (12) material workflow/operational processes relative to quality, cost, or time efficiency

FIVE-YEAR STRATEGIES

KCDC’s Five Year strategies present a specific action plan to ensure that KCDC’s mission and long-range goals are being carried out throughout operations.

Our strategies include the following:

Increase affordable housing choices
  • Implement Five Points Master Plan with various mixed financing opportunities
  • Leverage private or other public funds to create additional housing opportunities within the total Knox County area
  • Apply for additional Section 8 Vouchers as available
Improve quality of affordable housing
  • Renovate or modernize affordable housing  units
    • Rental Assistance Demonstration Program (RAD)
    • Other grants as available
  • Demolish obsolete public housing and provide replacement housing through acquisition or construction
Promote self-sufficiency and asset development of assisted households
  • Continue partnering with supportive services, organizations and groups to assist residents with training and employment
  • Attract supportive services to increase independence for the elderly or families with disabilities
  • Continue encouraging resident participation in taking care of property through training, education and resident incentives
Ensure equal opportunity and affirmatively further fair housing
  • Implement revised Fair Housing policy
  • Continue affirmative measures to ensure access to assisted housing regardless of race, color, religion, national origin, sex, familial status, disability, sexual orientation, gender identity or marital status by participating and providing pertinent training for staff
  • Complement Language Access Plan for Limited English Proficiency
Streamline all programs (Section 8 and low-income public housing) to decrease dependency on HUD subsidy
  • Evaluate and streamline programs for efficiency
  • Increase usage of computer-based systems through kiosk installation
  • Decrease dependency upon paper and postage by utilizing technology resources
  • Evaluate and maintain reports crucial for agency decision-making